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| Criterion |  Innovation How Might We |  Facilitation Alignment Mapping |  Business Strategy McKinsey 7S |  Facilitation 1-2-4-All |
|---|---|---|---|---|
Purposedifferent | With a stuck problem carrying many implicit assumptions, the method translates observations into open, workable questions. It sharpens the problem frame without pre-thinking the solution, turning frustration or fuzziness into a search space with clear direction. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | When many people in a group too rarely get to speak, 1-2-4-All distributes thinking time more fairly. The format builds participation step by step and makes quiet or still-unformed thoughts usable faster. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 30–45 min | 1-2 h | 2-4 h | 10-20 min |
Participantsdifferent | 1-10 | 4-12 | 3-12 | 4-100+ |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Alignment Map, Open Issues, Decision Questions | 7S Assessment, Alignment Gaps, Change Actions | Idea List, Shared Insights, Emergent Themes |
Tagsno overlap | FramingOpportunityIdeationQuestions | AlignmentStakeholdersStrategyFacilitation | OrganizationStrategyAlignmentChange | FacilitationInclusionIdeation |